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Procter & Gamble
Yuanqiang Jiang (Kevin)
201403058
Structure
I. Brief introduction
II. Switch strategy
III. Why does P&G make switch
IV. Some problems
V. Conclusion
VI. Sources
I. Brief Introduction
Procter & Gamble
 Founded: 1837
 Headquarters: Cincinnati, Ohio, USA
 Chairman and CEO: A.G. Lafley
Products: consumer goods
(Beauty, Household Care, Health & Well-Being)
Employees: 138 000 worldwide
More than 250 brands, including 23 brands which have
more than a billion dollars in net annual sales
25th largest US company by revenue, 81th in the world (2006)
Procter & Gamble
II. Switch Strategy
Four basic strategies
Efficiency
Responsiveness
Learning
Efficiency
Learning Responsiveness
Procter & Gamble
P&G’s strategies
Procter & Gamble
 Long time to internationalize: almost 100 years before P&G
operated internationally
 1930s: P&G began to sell its products overseas (International
Strategy)
1950s: P&G built its brand in different countries with
localization strategy
 1980’s: P&G focused on the largest emerging market in the
world (China…) with a localization strategy
 1990’s: P&G benefit from using a transnational strategy
International expansion of Procter & Gamble
Procter & Gamble
III. Why P&G made this change
Procter & Gamble
Multi-domestic strategy VS. Transnational strategy
WEAKNESSES STRENGTHS
• Difficulty in transferring
knowledge across countries
• High costs (tailored products
+ duplication of resources)
• Control and coordination
problems
 No global efficiency
• Ability to adapt to local
market
•Ability to attain economies of
scale
• Ability to increase learning
 Global competitiveness
IV. P&G faced some problems
Procter & Gamble
some problems
 Time: the history of P&G shows that the transition from a
strategy to a transnational strategy requires much time.
Creat a viable organizationnel structure and set of control
systems
Management: There were also big managerial challenges
for Procter & Gamble in order to have a transnational strategy
Managers need solve three main challenges:
 Coordinate the decision making between each subsidiary
and the parent company
 Transfer knowledge
 Set up a strong marketing strategy which meets the local
customers’ requirements
Procter & Gamble
V. Conclusion
 The strategy’s choice depends on the industry
or the product.
The strategy is dynamic.
P&G adjusted its strategies in different periods
VI. Sources
 Procter and Gamble’s website : www.pg.com
 Global business strategy and operationshttp://best-management-
articles.blogspot.kr/2014/09/global-business-strategy-and-
operations.html
 P&G's Success Story in China.
http://www.icmrindia.org/casestudies/catalogue/Business
%20Strategy/P&G's%20Success%20Story%20in%20China
%20Business%20Strategy.htm
 Strategy in Action https://books.google.co.in/books?
id=Sy8vejqbcocC&pg=PA148&lpg=PA149&ots=lHJ-
188rKY&dq=localization+strategy+of+P&G#v=onepage&q=locali
zation%20strategy%20of%20P&f=false
THANK YOU FOR YOUR ATTENTION
Any Questions?

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Strategy management

  • 1.
  • 2. Procter & Gamble Yuanqiang Jiang (Kevin) 201403058
  • 3. Structure I. Brief introduction II. Switch strategy III. Why does P&G make switch IV. Some problems V. Conclusion VI. Sources
  • 5. Procter & Gamble  Founded: 1837  Headquarters: Cincinnati, Ohio, USA  Chairman and CEO: A.G. Lafley Products: consumer goods (Beauty, Household Care, Health & Well-Being) Employees: 138 000 worldwide More than 250 brands, including 23 brands which have more than a billion dollars in net annual sales 25th largest US company by revenue, 81th in the world (2006) Procter & Gamble
  • 9. Procter & Gamble  Long time to internationalize: almost 100 years before P&G operated internationally  1930s: P&G began to sell its products overseas (International Strategy) 1950s: P&G built its brand in different countries with localization strategy  1980’s: P&G focused on the largest emerging market in the world (China…) with a localization strategy  1990’s: P&G benefit from using a transnational strategy International expansion of Procter & Gamble
  • 11. III. Why P&G made this change
  • 12. Procter & Gamble Multi-domestic strategy VS. Transnational strategy WEAKNESSES STRENGTHS • Difficulty in transferring knowledge across countries • High costs (tailored products + duplication of resources) • Control and coordination problems  No global efficiency • Ability to adapt to local market •Ability to attain economies of scale • Ability to increase learning  Global competitiveness
  • 13. IV. P&G faced some problems
  • 14. Procter & Gamble some problems  Time: the history of P&G shows that the transition from a strategy to a transnational strategy requires much time. Creat a viable organizationnel structure and set of control systems Management: There were also big managerial challenges for Procter & Gamble in order to have a transnational strategy
  • 15. Managers need solve three main challenges:  Coordinate the decision making between each subsidiary and the parent company  Transfer knowledge  Set up a strong marketing strategy which meets the local customers’ requirements Procter & Gamble
  • 16. V. Conclusion  The strategy’s choice depends on the industry or the product. The strategy is dynamic. P&G adjusted its strategies in different periods
  • 17. VI. Sources  Procter and Gamble’s website : www.pg.com  Global business strategy and operationshttp://best-management- articles.blogspot.kr/2014/09/global-business-strategy-and- operations.html  P&G's Success Story in China. http://www.icmrindia.org/casestudies/catalogue/Business %20Strategy/P&G's%20Success%20Story%20in%20China %20Business%20Strategy.htm  Strategy in Action https://books.google.co.in/books? id=Sy8vejqbcocC&pg=PA148&lpg=PA149&ots=lHJ- 188rKY&dq=localization+strategy+of+P&G#v=onepage&q=locali zation%20strategy%20of%20P&f=false
  • 18. THANK YOU FOR YOUR ATTENTION

Editor's Notes

  1. , it may change with the development and the international implications of the company.